and Chris Payne lay some important
foundations for planning and management

The clarion call grows ó "set your objectives", "clarify your goals",
"declare your aims". To be involved in residential work today without
learning at least something about objectives means your head is pretty
deep down in the sand.

Why is this pressure to be clearer about objectives, aims and goals
becoming so intense? We are told that once our "ends" have been
determined, the "means" to achieve them will be easier to detect, work
can be organised more effectively and resources used more efficiently.

A very valuable goal in itself, but one that appears to fall down so
often in practice. The problem is that many people donít really know
what an objective should look like. Should it be about the individuals
in your care? The things you do and the services you give? The people
you work with and the jobs that need to be done to ensure you can give
effective services?

The answer is obviously that objectives need to encompass all these
things. To make sense of the whole range of activities that go on in
residential establishments should be the goal of any objective setting
exercise. To oversimplify the work is useless, but to concentrate on a
once-and-for-all, comprehensive approach can become equally ineffective
by ossifying the dynamic nature of residential care into a rational
straitjacket.

Why do the objectives espoused by many different residential units
often sound so similar? For example, the following statements of intent:
to create a warm environment; to provide a caring home; to enable
residents to achieve independence; and develop a responsive programme of
care, appear in similar guises for many residential homes. There is
nothing at all wrong with these sentiments, but they donít give us much
of a clue to how staff will behave in the unit and what a resident will
find living there is like. What is necessary is a way to describe
objectives that give some idea of the fundamental aims of the unit and
also the flavour of how these will be achieved.

It is helpful to think of objectives in three groups:

the specific effects on residents (and their families) that the
unit is in business to bring about, these could be called impacts;

the ways in which these changes can be brought about, simply the
services the unit offers;

the things that need to be arranged to ensure the services will
work effectively, here the objectives will be about resources or
logistics.

Impacts, services and logistics link together to provide a clear
picture of what has to be done, to get the residential unit working, to
achieve the changes for the residents. For instance, staff need training
(logistic), to run pottery classes (service), to enable the resident to
feel a sense of achievement from making a bowl (impact).

When linking objectives of the three types together there will be
many times when there is no neat fit between them, a logistic objective
could lead to many service objectives, and in turn there may be a number
of ways of arranging your services that will achieve a single impact.
But if all the activities in any residential home are directed to some
ends for the benefit of residents it should be possible to indicate
which service or logistic objective is being pursued, and whether they
contribute towards an appropriate impact.

Staff in a unit for children in one London borough have been
struggling to express and debate their objectives in this way in recent
months and are making substantial headway in clarifying:

1.

The impacts they wish
to achieve with their current and prospective residents. A small group
of staff have met representatives of education and local fieldwork
services, local voluntary groups, the police and local residents, both
old and young, to get their opinions on what should be done for
adolescents and their families.
The staff group, in conjunction with their management, have taken this
information alongside their own ideas and ideals and have created a
programme of objectives that they believe they can achieve.
The department has decided that the general area of work will be with
local adolescents and their families. The primary impacts will be
concerned with enabling families to better contain their difficulties,
reducing the conflicts between adolescents and their environment.

2.

The present services and
activities of the unit have been listed alongside those that they
would like to provide or could provide with some modifications in
their current skills or resources. Those services that appear to help
achieve these impacts most effectively are then selected. Each area of
activity is designed to contribute clearly towards the impact goals.
Thus a "latch key" project provides services for youngsters at risk in
the early evening, it provides them with a place to go and aims to
help them with their social skill development in pursuit of the impact
objectives above. Any service or area of activity that does not relate
to the impact goals is questioned.

3. The logistics
to enable those services to function are likewise identified and a
similar amount of energy is being put into allocation of staff time,
supervision, evaluation, and the objectives-setting exercise itself.
The organisation of the latch key project above requires staff time
and physical resources. These are allocated on the clear understanding
that they are used to operate the services effectively to achieve the
impacts. There is no expectation that all logistics will work
effectively to create the best services to achieve the impacts above.
A continuous evaluation of the unitís work helps check progress
towards its goals.

The outcomes of this work will be different from the objectives of
most residential units in a number of ways: there will be a clear link
between all activities in the units and its basic reason for existence ó
the youngsters it serves; the objectives will not be set and ignored,
they are central to a continuing debate on the effectiveness of the unit
and will be subject to change and modification as the work progresses;
they wonít be "immensely respectable and dumbfoundingly vague" as in
Peter Rightonís memorable description of unit objectives; they will be
simple, down to earth and subject to public scrutiny.

Finally, as a result of the substantial debates between workers,
users, managers and local people, they will be accessible,
understandable and make some practical contribution to the daily work of
the unit.